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's another power we can use the environment. that is the power of persuasion. here we are lucky as both of us ex-prime ministers, he and i have met a whole bunch0s ceos and they should remember their patriotism and hire more, or pay more to their employees. it is -- for the first time in many years an increasing number of companies are willing to pay more. however, getting rid of denation -- deflation mindset alone cannot hamper long-lasting recovery. we most leave people with expectation to sustainable economic growth. and for the purpose we must have two downside risk. one, inflation without growth. two, interest rate hike without growth. let me understand one by one. let's assume that you now have rising cpi, but you have no pay rise. the economy is that is a bad inflation. people should suffer then. it is right here that the third bazooka should come into play. the third bazooka, if you recall, is a package of growth enhancement policies. i know it's hard to come by. i am not saying we can do very easily. still, it takes us only to look into miller -- into mirror to see who you are and th
and present one we have to start tackling now rather than later. i am determined to facilitate the environment and basic conception tax rate, based on the provision of a comprehensive tax reform. you must also address japan's own entitlement reform to that the growth of the government expenditure in check. previously at the g20 meetings, together with other member nations we stick to it. wait a minute having the balance ratio to gdp by fiscal year 2015 than that in 2010. we also aim at achieving by 2020. we are going to publish medium-term fiscal consolidation plan around the middle of this year. the second interest rate hike is avoidable. economics should take deep root for the economically to seek sustainable growth. finally, before conclusion, let me say only a few words about what kind of country japan not to be. japan must be a place where the road needs effort. japan must be a place where risktakers can be given opportunities not just once, but many times. also, ex-prime minister present the chance for the second coming in japan. japan must be at face and a sense shotmaker cain mused, ja
easily to $2 billion in savings. $4.5 billion and will be spent a day to operate in that environment. when in fact you cannot go on the street with the exception of the package delivery, which will be done with dynamic routing, with a lower-cost employee, whether in the rural craft or city craft and allow us to provide that service at a lower acroscost. that is all money that can come out of the system. if calculated in what we think is the revenue loss, and we have talked to customers to validate that. we are terms of that. that we clear something up. people say it is only $2 billion out of $20 billion. if we had it this year we would break even. this year we will lose $1.7 billion on the operating line. as revenue,-costs, with the exception of a worker's comp costs and pre funding. we would make money if we made the six to five move at the beginning of this year. what happens with a $20 billion of that gap exists when you do nothing over a five-year period, and with inflation that continues to grow. when people say it is only 10% of the cost differential, it is not, it would make u
Search Results 0 to 2 of about 3